This program will allow you to master all the fundamental aspects involved in managing any type of business project, and will prepare you to lead your company to immediate success"

Why study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"     

At TECH Global University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus. 

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high... 

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.

100,000+ executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.    

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Show the world your talent after completing this program. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities. 

Learn with the best

In the classroom, TECH’s teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique: 

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.    

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

Economy of Scale

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.   

At TECH, you will have access to the most rigorous and up-to-date case studies in the academic community”

This Advanced master’s degree in the Senior Management of Business Projects is structured into 20 specialized modules, through which the professional will be able to deepen their understanding of the best project governance tools, leadership in project management, decision making, negotiation and conflict management, environmental management in organizations, in addition to the management of occupational risk prevention in organizations, among others. 

You won't find a more complete syllabus focused on high level business project management’’

Syllabus

The Advanced master’s degree in Senior Management of Business Projects of TECH Global University is an intensive program that prepares students to face business challenges and decisions both nationally and internationally. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments.   

Throughout 3,000 hours of study, students will analyze a multitude of practical cases through individual work, achieving high quality learning that can be applied to their daily practice. It is, therefore, an authentic immersion in real business situations.    

This program deals in depth with the main areas of senior business project management from a strategic, international and innovative perspective.    

A plan designed for students, focused on their professional improvement and that prepares them to achieve excellence in the field of business project management. A program that understands your needs and those of your company through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the competencies to solve critical situations in a creative and efficient way.   

This program takes place over 24 months and is divided into 20 modules:   

Module 1. Project Management with Predictive Methodologies
Module 2. Management: Business Organization and Project Management
Module 3. Project Life Cycles in Predictive Methodologies
Module 4. "Hard Skills for Project Management 
Module 5. Predictive Project Management Methodologies and Frameworks
Module 6. Requirements Management in Predictive Projects
Module 7. Technological Tools to Aid Predictive Project Management
Module 8. Leadership and People Management. Project Management and Change Management in Large Organizations
Module 9. Competencies and Soft Skills for Project Managers 
Module 10. Legal Aspects for Project Management
Module 11. Total Quality Management in Organizations 
Module 12. ISO 9001 Quality Management System: 2015 
Module 13. The EFQM Model. Excellence Management 
Module 14. Environmental Management in Organizations 
Module 15. ISO 14001 Environmental Management System: 2015 
Module 16. Management of Occupational Risk Prevention in the Organizations 
Module 17. Occupational Risk Prevention Management System ISO 45001: 2018 
Module 18. Corporate Social Responsibility and Information Security ISO 27001 
Module 19. Integration of Management Systems 
Module 20. Audits of Integrated Management Systems based on the ISO 19011 Standard: 2018

Where, When and How is it Taught?

TECH offers the possibility of developing this Advanced master’s degree in Senior Management of Business Projects completely online. Over the course of 24 months, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time. 

Module 1. Project Management with Predictive Methodologies

1.1. Project Management 

1.1.1. Projects Vs. Operations. Process and Project
1.1.2. Project Management. Relevance 
1.1.3. VUCA Environments and Project Management 
1.1.4. Environment Overview: Predictive Methodologies and Agile Environments

1.2. Project, Program and Portfolio Management 

1.2.1. Differences between Project, Program and Portfolio Management
1.2.2. Alignment with the Business and the Organization's Strategy
1.2.3. Organizational Project Management (OPM)

1.3. Organizational Structure of the Project 

1.3.1. The Project Manager's Role, Functions and Attributions
1.3.2. Functions and Responsibilities
1.3.3. The Project Team
1.3.4. Customer Orientation and Results Orientation

1.4. The Project Management Process: Activities and Management Areas

1.4.1. Management Effort Vs. Execution Effort 
1.4.2. Management Areas in Any Project 
1.4.3. Project management Methodology in the Organization 

1.5. Life Cycle of Technological Projects

1.5.1. Life Cycles in the Organization Depending on the Type of Projects (R&D, Implementation, Product Design, etc.)
1.5.2. Internal Standardization: Standard Lifecycle in the Organization
1.5.3. Projects and Subprojects, Phases and Activities

1.6. Entrepreneurship Environments of Projects 

1.6.1. Environments and Reasons to Undertake Projects. Project Selection
1.6.2. Company Projects and Projects Guided by the Administration. Contracting Vs. Bidding Processes
1.6.3. Offer and Commitment to the Client and the Promoter. Definition Vs. Formulation of Projects
1.6.4. Relationship between the Execution Environment and the Methodology to be Used

1.7. The Evaluation of the Project's Results 

1.7.1. Project Performance Evaluation Techniques
1.7.2. Internal Evaluation of Results for the Organization
1.7.3. Fulfilment of Requirements Vs. Satisfaction of Customer's Expectations
1.7.4. Value Assurance and Long-Term Effects

1.8. Project Management in the Context of Large Systems 

1.8.1. Relationship between Project Management and Systems Engineering 
1.8.2. Systemic Vision of Project Management 
1.8.3. Influence of the Degree of Complexity on Project Management

1.9. Project Management in the Context of Small Organizations

1.9.1. Project Management applied in the SME Environment
1.9.2. Micro-projects and Adaptation of the Methodology
1.9.3. Project Management Outsourcing

1.10. Current Trends in Project Management 

1.10.1. Neither Predictive nor Agile: Hybridization
1.10.2. Lean Project Management 
1.10.3. Projects and Digital Transformation 
1.10.4. Impact of New Technologies on Project Management

Module 2. Management: Business Organization and Project Management 

2.1. Organization and Functional Areas of an Organization 

2.1.1. Management of the Organization: Shareholders' Meeting, Steering Committee and Chief Executive Officer
2.1.2. Cross-cutting Areas: Finance, HR, Quality, Purchasing, Logistics 
2.1.3. Commercial, Product and Marketing Areas
2.1.4. Operational Areas by Processes and Projects. R&D, Production Engineering, Facilities, Operations
2.1.5. Sales (pre-sales, post-sales), Operations and Maintenance Support

2.2. Project Management Oriented Organizational Structures 

2.2.1. Types of Organization in the Structure of the Company
2.2.2. Matrix-type Organizational Structures Oriented to Project Execution
2.2.3. Complexity of Relationships between Functional Areas. Resource Sharing

2.3. Corporate Finance and Economics 

2.3.1. Financial Information and Decision Making 
2.3.2. Financial Statements. Balance Sheet and Income Statement 
2.3.3. Investment Analysis. Change in Monetary Value over Time

2.4. Cost Management 

2.4.1. Classification and Types of Costs 
2.4.2. Allocation of Direct and Indirect Costs
2.4.3. Cost Management Associated with Project Management

2.5. Quality Applied to Project Management 

2.5.1. Product Quality and Project Quality
2.5.2. Relationship between Committed Scope and Quality
2.5.3. Quality Control Vs. Quality Assurance
2.5.4. Value Generation and Elimination of Waste

2.6. Project Financial Management 

2.6.1. Analysis of Project Profitability 
2.6.2. The Project as an Investment. ROI (Return on Investment)
2.6.3. Project Financing 

2.7. People Management

2.7.1. HR Department Functions and Processes
2.7.2. People Management as a Strategic Element in an Organization
2.7.3. Development and Career Plans. Definition of the Role of the Project Manager

2.8. The Project Management Office (PMO) 

2.8.1. Functions and Types of PMO
2.8.2. Strategic Management Support 
2.8.3. People Management Support
2.8.4. Logistics and Procurement Support

2.9. Project Management and Change Management 

2.9.1. Change Management 
2.9.2. Projects as an Element of Change in Organizations
2.9.3. Change Management applied to Project Management

2.10. Business Analysis and Project Management 

2.10.1. Business Value Analysis Processes 
2.10.2. Relationship between BA and Project, Program and Portfolio Management
2.10.3. The Role of the Project Manager in Business Analysis

Module 3. Project Life Cycles in Predictive Methodologies

3.1. Project Development Life Cycles 

3.1.1. Waterfall Project Development Life Cycles 
3.1.2. Agile Project Development Life Cycles 
3.1.3. Hybrid Project Development Life Cycles 

3.2. The Generic Life Cycle for Project Management 

3.2.1. Product Vs. Project Life Cycle 
3.2.2. Phases of a Project 
3.2.3. Phase Revisions 

3.3. Project Start 

3.3.1. Project Start-up and Definition Issues 
3.3.2. Act of Incorporation of a Predictive Project 
3.3.3. Agile Project Charter 

3.4. Modelling of Project Management Elements 

3.4.1. Requirements Planning 
3.4.2. Work Package Planning 
3.4.3. Activity Planning 

3.5. Complete Project Modelling 

3.5.1. Scope Baseline 
3.5.2. Baseline Schedule 
3.5.3. Baseline Costs and Financing 

3.6. Project Management Plan 

3.6.1. Stakeholder, Communications and Resource Management Planning 
3.6.2. Quality Management Planning and Procurement 
3.6.3. Risk Planning 

3.7. Direction and Management of Project Execution 

3.7.1. Leading the Team 
3.7.2. Involve Stakeholders 
3.7.3. Knowledge Management 
3.7.4. Implement Risk Response 
3.7.5. Quality Management 
3.7.6. Procurement 

3.8. Monitoring and Control of the Technical Performance of the Project 

3.8.1. Control of Baselines 
3.8.2. Control of Resources 
3.8.3. Risk Control 
3.8.4. Quality Control 
3.8.5. Procurement Control 

3.9. Project Governance 

3.9.1. Project Governance Structures: PMO, Monitoring Committee and Change Control Committee 
3.9.2. Monitoring Communications and Stakeholder Engagement 
3.9.3. Functions of the Project Monitoring Committee 
3.9.4. Functions of the Project Change Control Committee 

3.10. Project or Phase Closure 

3.10.1. Essential Tasks in Closing 
3.10.2. The Lessons Learned Register 
3.10.3. Common Errors in Closing 
3.10.4. Administrative Closing and Customer Closing 
3.10.5. Closure and Dissolution of the Project Team 

Module 4. "Hard Skills for Project Management

4.1. Project Lines: Scope, Time and Cost 

4.1.1. Scope Baseline 
4.1.2. Baseline Schedule 
4.1.3. Cost Baseline 

4.2. Scope, Schedule and Cost Planning 

4.2.1. Duration and Cost Estimation Techniques 
4.2.2. Planning of Financing Requirements 
4.2.3. PERT Method 

4.3. Monitoring and Control of Scope, Schedule and Costs 

4.3.1. Critical Path Method 
4.3.2. Critical Chain Method 
4.3.3. Earned Value Method 

4.4. Project Management Scorecard 

4.4.1. Visual Representation of the Progress Information 
4.4.2. Qualitative and Quantitative Scorecards 
4.4.3. Key KPI and OKR Indicators 

4.5. Risk Management

4.5.1. Uncertainty, Threat, Opportunity and Assumption 
4.5.2. Risk Planning 
4.5.3. Control Risks 

4.6. Qualitative Risk Management 

4.6.1. Risk Decomposition Structures 
4.6.2. Risk Identification Techniques 
4.6.3. Probability x Impact Matrix 

4.7. Quantitative Risk Management 

4.7.1. Expected Monetary Value Method 
4.7.2. Decision Tree Method 
4.7.3. Tornado Diagram Method 

4.8. Calculation of Reserves 

4.8.1. Term and Budget Reserves 
4.8.2. Contingency Reserves 
4.8.3. Management Reserves 

4.9. Project Follow-up 

4.9.1. Status Reports 
4.9.2. Progress Reports 
4.9.3. Change Log 

4.10. Monte Carlo Simulation 

4.10.1. Application of the Monte Carlo Simulation Method 
4.10.2. Simulation of Time and Cost Range 
4.10.3. Monte Carlo with Excel 

Module 5. Predictive Project Management Methodologies and Frameworks 

5.1. Differences between a Framework and a Management Methodology 

5.1.1. Historical Evolution of Predictive Project Management Methodologies 
5.1.2. Standards, Frameworks and Best Practice Guidelines 
5.1.3. Main Project Management Doctrine Generating Agencies 

5.2. PMI (Project Management Institute) 

5.2.1. The PMI Organization 
5.2.2. The Professional Project Manager (The Talent Triangle) 
5.2.3. Other PMI Qualifications 

5.3. PMI's Project Management Framework: The PMBOK Guide 

5.3.1. People in Project Management 
5.3.2. Business Environment in Project Management 
5.3.3. Project Management Processes 

5.4. Other PMI Management Frameworks 

5.4.1. Program Management Standard 
5.4.2. Portfolio Management Standard 
5.4.3. Organizational Project Management Maturity Standard 

5.5. ISO-21500 

5.5.1. Project Management Process Groups 
5.5.2. Project Management Subject Groups 
5.5.3. Project Management Process Framework 

5.6. PRINCE2 

5.6.1. Principles of Project Management 
5.6.2. Project Management Topics 
5.6.3. Project Management Processes 

5.7. Framework IPMA 

5.7.1. Project Management Perspectives 
5.7.2. People in Project Management 
5.7.3. Project Management Practices 

5.8. Project Management Methodology (PM2) 

5.8.1. Governance and Project Management Life Cycle 
5.8.2. Project Management Processes 
5.8.3. Project Management Artifacts 

5.9. Logical Framework Approach (LFA) 

5.9.1. Areas of Application of MLE 
5.9.2. Project Matrix: Objectives, Results, Activities, 
5.9.3. Practical Examples EML 

5.10. PM4R 

5.10.1. Project Start 
5.10.2. Project Planning 
5.10.3. Project Monitoring and Control 

Module 6. Requirements Management in Predictive Projects

6.1. Requirements Management in Predictive Projects 

6.1.1. Business Analysis in Projects 
6.1.2. Project and Product Requirements
6.1.3. Obtaining Project Requirements 

6.2. Requirements Management 

6.2.1. Inadequate Requirements Management as a Cause of Project Failure 
6.2.2. The Role and Function of the Business Analyst, According to the PMI®
6.2.3. PMI-PBA® Certification 
6.2.4. Project Management Institute (PMI®): A Practical Guide to Business Analysis
6.2.5. International Institute of Business Analysis (IIBA®): Business Analysis Body of Knowledge® (BABOK®)
6.2.6. Requirements Management Domains
6.2.7. Types of Project Requirements

6.3. Business Needs Assessment 

6.3.1. Business Need
6.3.2. Value Proposition
6.3.3. Project Objectives
6.3.4. Identification of Interested Parties
6.3.5. Stakeholder Values

6.4. Requirements Management Planning 

6.4.1. Context of the Project
6.4.2. Requirements Traceability Planning
6.4.3. Requirements Management Planning
6.4.4. Requirements Change Management Planning

6.5. Requirements Analysis 

6.5.1. Compilation of Requirements
6.5.2. Analysis, Decomposition and Elaboration of Requirements
6.5.3. Comparison of the Requirements with the Product Scope
6.5.4. Location of Requirements
6.5.5. Obtaining Formal Approval of Requirements
6.5.6. Specification of Requirements
6.5.7. Validation of Requirements
6.5.8. Specification of Acceptance Criteria

6.6. Traceability and Requirements Control 

6.6.1. Traceability of Requirements
6.6.2. Requirements Status Monitoring
6.6.3. Requirements Status Update
6.6.4. Communication of Requirements
6.6.5. Management of Changes in Requirements

6.7. Evaluation of Requirements Management 

6.7.1. Validation of Test Results 
6.7.2. Analysis of Non-conformities ( Solution Gaps)
6.7.3. Obtaining Formal Approval of the Solution
6.7.4. Evaluation of the Results of the Solution

6.8. Risk Management Associated with Project Requirements

6.8.1. Risk Identification based on Project and Product Requirements
6.8.2. Specific Risks Related to Requirements Management 
6.8.3. Risk Management Plan Associated with Traceability Requirements
6.8.4. Real Options in the Face of Inaccurate of Requirements

6.9. Quality Management Associated with Requirements Management

6.9.1. Project Quality and Quality Requirements
6.9.2. Requirements Management as a Critical Factor for Project Success 
6.9.3. Project Quality Vs. Conformity to Requirements

6.10. Competencies Associated to Requirements Management 

6.10.1. Business Vision 
6.10.2. Complex Projects: Complexity Management
6.10.3. Systemic Thinking
6.10.4. Knowledge of the Political and Social Environment
6.10.5 Multiculturality
6.10.6. Facilitation Skills

Module 7. Technological Tools to Aid Predictive Project Management 

7.1. Technological Requirements in Project Economics 

7.1.1. Project Economics 
7.1.2. The Project Manager's Technology Quotient 
7.1.3. New Technological Needs and Solutions in Project Economics 

7.2. Roles for Collaborative Project Management 

7.2.1. Ways to Organize Projects 
7.2.2. Demand Management Roles 
7.2.3. Supply Management Roles 

7.3. Requirements Analysis Tools 

7.3.1. Mind Mapping Tools 
7.3.2. Data Modelling Tools 
7.3.3. Prototyping Tools

7.4. Communication Tools in Virtual Teams 

7.4.1. Tools for Sharing Multimedia Objects 
7.4.2. File Sharing Tools 
7.4.3. Video-Conferencing Tools

7.5. Instant Messaging Tools 

7.5.1. Practices with Telegram 
7.5.2. Teams Internships 
7.5.3. Internships with Slack 

7.6. Task Management Tools 

7.6.1. Practices with Trello 
7.6.2. Internship with Planner 
7.6.3. Practices with Asana 

7.7. Project Scheduling Tools 

7.7.1. Practical Dates Planning Practices 
7.7.2. Cost Planning Practices 
7.7.3. Date and Cost Control Practices 

7.8. Reporting Tools 

7.8.1. Practice with Graphs 
7.8.2. Practices with Pivot Tables 
7.8.3. Power BI Internships 

7.9. Project Governance Tools 

7.9.1. Portfolio and Program Management Internships 
7.9.2. Multi-Project Management Internships 
7.9.3. Practices with Dashboards 

7.10. The Future of Project Automation of Projects 

7.10.1. Artificial Intelligence Applied to Projects 
7.10.2. Blockchain Applied to Projects 
7.10.3. Big Data Applied to Projects 

Module 8. Leadership and People Management. Project Management and Change Management in Large Organizations

8.1. Evolution of Management. Types of Leadership 

8.1.1. From Team Management to Project Management, Leader and Manager (Kotter's Model) 
8.1.2. Leading People 
8.1.3. Managing People ("management") 

8.2. Leading in VUCA Times 

8.2.1. The Challenges of the New Normal 
8.2.2. New Competencies to Develop to Become a Leader Adapted to the Vuca World 
8.2.3. Leadership in a Hybrid World (the Impact of New Models of Face-to-Face, Virtual, Hybrid Work) 

8.3. Leadership in Project Management 

8.3.1. From Project Kick Off to the Closing & Learn Model 
8.3.2. Management of Interrelationships Within and Outside the Team to Keep the Project Moving Forward 
8.3.3. Communication Milestones, Information and Feedback 

8.4. Change Management in Organizations 

8.4.1. The Change Management Model (Kotter) 
8.4.2. The Change Curve (Kubler Ross) 
8.4.3. From the Business Strategy to the Concrete Project 

8.5. Situational Leadership Model (Blanchard and Hersey) 

8.5.1. Level of Professional Maturity 
8.5.2. Motivation Level 
8.5.3. Adaptation to Circumstances, Context and Collaborators 

8.6. Transformational Leadership Bas 

8.6.1. From Motivation to Inspiration 
8.6.2. To Give Meaning and Ethics, Exemplification in an Honest Dialogue 
8.6.3. Constant Preparation as Adaptation and Anticipation of the Future 

8.7. Engagement Management 

8.7.1. Commitment 
8.7.2. Engagement Management 
8.7.3. How Engagement is Managed 

8.8. Performance Management 

8.8.1. Objectives 
8.8.2. Conduct 
8.8.3. Skills 
8.8.4. Personal Development Plans 

8.9. P.E.R.A. Management Model 

8.9.1. Plan - Execute 
8.9.2. Reporting - Feedback 
8.9.3. Sense of Urgency and Action Plans

8.10. The Leadership Contract or the Accountability Model of Vince Molinaro 

8.10.1. Responsibility 
8.10.2. From Challenge to Action 
8.10.3. Management of Difficult Situations and Decisions 
8.10.4. The Transversal Network: Network of the Future, the New Social Business Model 
8.10.5. Conclusions: Review of the Integration of the Models in Our Daily Leadership in Management and Project Management 

Module 9. Competencies and Soft Skills for Project Managers 

9.1. Competencies of the Project Manager 

9.1.1. Technical Competencies 
9.1.2. Competencies as a Leader Manager 
9.1.3. Competencies as a Team Leader 
9.1.4. Adaptation of Competencies to Remote, Digital and Virtual Leadership. Differences with Face-to-Face Relationships
9.1.5. Training for Continuous Skills Improvement for the 21st Century Through Core Skills 

9.2. Communication, an Essential Competency 

9.2.1. Communication
9.2.2. Ask Questions 
9.2.3. Listening with all Senses 

9.3. Inspiring: Vision, Empathy and Assertiveness 

9.3.1. Inspire with Vision 
9.3.2. Empathy, Putting Yourself in Other People's Places 
9.3.3. Defense of their Own and the Project's Interests 

9.4. Negotiation and Conflict Management 

9.4.1. Negotiation and Stakeholder Relations 
9.4.2. Mediation and Conflict Resolution 
9.4.3. Courageous Conversations 

9.5. Personal Productivity and Effectiveness 

9.5.1. Time Management 
9.5.2. Personal Organization 
9.5.3. Resilience and Stress Management 

9.6. Decision-Making 

9.6.1. Requests for Justified Alternatives 
9.6.2. Speed in the Decision Making Process (Sense of Urgency)
9.6.3. Decision-making Tools 
9.6.4. The Key to Databases (Big Data) 
9.6.5. Application of the Test and Learn Model 

9.7. Ethics and Professional Responsibility for Project Management 

9.7.1. Ethics in the Management of Projects 
9.7.2. Application of Ethical Criteria 
9.7.3. Making Difficult Decisions 

9.8. Initiative, Curiosity, Proactivity, Creativity and Innovation

9.8.1. Training Keys for Proactivity and Initiative 
9.8.2. Creativity Training Exercises 
9.8.3. Systematics for Moving from Creativity to Innovation 

9.9. Teamwork 

9.9.1. Stages of Team Maturity 
9.9.2. Collaboration for Creativity 
9.9.3. Management of Enriching and Satisfying Meetings and Encounters 
9.9.4. Feedback and Feedforward: the Keys to Giving, Asking for and Receiving Feedback 
9.9.5. Feedback of Recognition, Constructive Criticism by Measuring Feedforward 
9.9.6. Action Plans using the CSS Tool (Continue Start Stop) 

9.10. Competence Development of the Project Manager 

9.10.1. "Competence Gap’’
9.10.2. Growth and Improvement Options and Strategies 
9.10.3. Personal Development Plan 
9.10.4. "Our Results Are Our Teachers.’’

Module 10. Legal Aspects for Project Management

10.1. Organization of a Multinational 

10.1.1. Characteristics of Multinational Enterprises
10.1.2. Types of Organizations according to their Structure and Degree of Decentralization
10.1.3. Role of the Legal Department and Identification of Stakeholders with Regulatory or Legal Influence

10.2. Project Management in an International Environment. International Contracting Budgets

10.2.1. Legal Fractionation and Permeability 
10.2.2. Object. Conceptual Precisions 
10.2.3. Sectors of Private International Law 
10.2.4. Principle of Relativity 
10.2.5. Regulatory Sources 

10.3. Legal Environment for a Project Manager

10.3.1. Liability Mechanisms for Contractual Agreements 
10.3.2. Contract and Contract Management 
10.3.3. Obligations and Duties According to the Type of Contract 
10.3.4. Monitoring of Compliance with Contractual Obligations

10.4. Bodies to Turn to in the Event of a Conflict in the Project. Jurisdiction and Enforcement of Judgements

10.4.1. Exclusive Forums and General Forum 
10.4.2. Forum on Real Property Rights and Lease Agreements
10.4.3. Forum on Legal Entities
10.4.4. Validity or Nullity of Entries in Public Records 
10.4.5. Special Forums 
10.4.6. Contractual Obligations Forum 
10.4.7. Non-Contractual Obligations Forum 
10.4.8. Relevant Obligation 
10.4.9. Express and Tacit Submission
10.4.10. Lis Pendens and Connectivity
10.4.11. Basic Notions on Jurisdiction and Enforcement of Judgements

10.5. Responsibility 

10.5.1. Product Liability 
10.5.2. Third-Party Liability
10.5.3. Insurance to be Contracted

10.6. Alternative Dispute Resolution (ADR) Mechanisms Applied to Project Management

10.6.1. Arbitration. Contractual Requirements for Requesting Arbitrations
10.6.2. Functioning of an Arbitration Court 
10.6.3. Mediation and Conciliation International Mediation
10.6.4. Advantages and Disadvantages

10.7. Legal Aspects of Supplier Management 

10.7.1. Procurement Cycle (purchasing) in the Company
10.7.2. Procurement Control Mechanisms 
10.7.3. Legal Risks of the Relationship with the Supplier 
10.7.4. Insurance and Penalties. Advantages and Disadvantages 

10.8. Requirements for Effective Third-Party Communication in the Legal Field

10.8.1. Information Security and Privacy Measures
10.8.2. Data Protection. National and International Aspects. GDPR
10.8.3. Direct Marketing and Legitimate Interest
10.8.4. Corporate Control of the Employee
10.8.5. Types of Relationship with Third Parties
10.8.6. Complaints and Dispute Resolution

10.9. Internet Regulatory Framework 

10.9.1. Regulation, Self-regulation and Co-Regulation 
10.9.2. Internet Governance and Domain Name Management
10.9.3. Network Neutrality and Technological Convergence 
10.9.4. Rights on the Internet: Right to Honor, Right to Privacy, Image Rights
10.9.5. E-commerce and Consumers
10.9.6. Intellectual Property in the Internet Field. Copyrights
10.9.7. Digital Assets and Protection Measures
10.9.8. Protection of the Online Marketplace 

10.10. Costs and Risks for the Project Associated with Regulations and Legality 

10.10.1. Identification and Prioritization of Risks Based on Legal Aspects
10.10.2. Estimate of Legal Costs and Reserves to be Included in the Project Budget
10.10.3. Legal Impact Control in an International Environment
10.10.4. The PMO (Project Management Office). Legal Aspects 

10.10.4.1. Legal and PMO Support to Project Management
10.10.4.2. Legal Aspects of Project Regulations to be Generated and Controlled from a PMO
10.10.4.3. Project Management under Agreements and Grants
10.10.4.4. Types of Official Project Reports: Executive Summary, Reports, Evaluations, Assessments, Audits and Reviews. Legal Aspects to be Included or Complied With

Module 11. Total Quality Management in Organizations

11.1. Quality

11.1.1. Quality in Organizations
11.1.2. The Economics of Quality. Quality Costs
11.1.3. Benefits of a Quality Management System
11.1.4. Integrated Systems in Business Management

11.2. Quality Control and Management

11.2.1. Quality Management
11.2.2. Total Quality as Business Excellence
11.2.3. Expert Contributions

11.3. Comprehensive Quality

11.3.1. Leadership and Total Quality Management. Deployment of Objectives
11.3.2. Total Quality Management. Loyalty
11.3.3. Total Quality and Information Technology Management
11.3.4. Total Quality and Knowledge Management
11.3.5. Process Re-engineering

11.4. Total Quality Management

11.4.1. Total Quality Management (TQM)
11.4.2. The Great Total Quality Models
11.4.3. The Key Elements of Total Quality: Teamwork
11.4.4. The PDCA or Continuous Improvement Scheme
11.4.5. The LEAN Concept and its relation to Total Quality

11.5. Benchmarking

11.5.1.  Benchmarking and Total Quality
11.5.2. Types of Benchmarking
11.5.3.  Benchmarking Stages

11.6. Strategic Development of Total Quality

11.6.1. Total Quality Strategies
11.6.2. Total Quality Information Systems
11.6.3. The Strategic Vision of Total Quality
11.6.4. Tools Related to the Strategies Used in Total Quality

11.7. Process Approach in Total Quality

11.7.1. Process Management
11.7.2. Process Start-Up
11.7.3. Process Management and Improvement based on PDCA Analysis
11.7.4. Relationship between Process Management and Management by Processes

11.8. Standardization: Order and Cleanliness Based on 5S

11.8.1. The 5S Step by Step
11.8.2. Implementation of the 5S
11.8.3. Benefits of 5S Implementation

11.9. Total Quality Management Tools

11.9.1. Improvement Teams
11.9.2. The 7 Classic Tools of Total Quality
11.9.3. Failure Modal Analysis (FMEA)
11.9.4. Taguchi Method

11.10. Advanced Methodologies for Total Quality 

11.10.1. Kaizen. Tools
11.10.2. Improvement and Problem Solving Methodologies
11.10.3. Quality Engineering Tools
11.10.4. Six Sigma

Module 12. ISO 9001 Quality Management System: 2015

12.1. Quality Management System

12.1.1. Implementation of the Design of a Quality Management System
12.1.2. Customer Focus
12.1.3. Leadership
12.1.4. Staff Commitment
12.1.5. Process Based Focus
12.1.6. Continuous Improvement: Process, Stages and Tools (QFD and Value Analysis)

12.2. ISO 9001 Standard: 2015

12.2.1. ISO 9001 Development Factors: 2015
12.2.2. The High-Level Structure
12.2.3. The Management Software Adapted to the New ISO 9001:2015

12.3. ISO 9001: 2015: References, Regulations and Scope of Application

12.3.1. Terms and Definitions
12.3.2. Context of the Organization
12.3.3. Documented Information

12.4. ISO 9001: 2015. Regulatory Approach

12.4.1. Plan
12.4.2. Support
12.4.3. Surgery

12.5. ISO 9001: 2015. Performance Evaluation

12.5.1. Measurement, Analysis and Evaluation
12.5.2. Internal Audit
12.5.3. Management Review
12.5.4. External Audits

12.6. Implementation and Implementation of a Quality Management System

12.6.1. Documentation of a QMS

12.6.1.1. Coding
12.6.1.2. Records
12.6.1.3. Models and Examples

12.6.2. Classification of Information in a QMS
12.6.3. Methodology and Critical Points of Implementation
12.6.4. SWOT Analysis

12.7. Design of the Quality Management System

12.7.1. QMS Requirements
12.7.2. QMS Planning
12.7.3. Planning of the Product or Service Realization Processes

12.8. Management System Support

12.8.1. Monitoring and Measurement Resources: People and Infrastructure
12.8.2. Competence, Awareness and Communication

12.9. Leadership

12.9.1. Management Commitment
12.9.2. Responsibility, Authority and Roles
12.9.3. ISO 9001:2015 Quality Management Review

12.10. Operability of the Management System

12.10.1. Production and Service Provision

12.10.1.1. Control Measures
12.10.1.2. Type of Control
12.10.1.3. Scope of Control

12.10.2. Identification and Traceability

Module 13. The EFQM Model. Excellence Management

13.1. EFQM Model

13.1.1. Change and Transformation. Managing in a VUCA Environment
13.1.2. Keys to the EFQM model. EFQM Model Logic
13.1.3. Structure of the EFQM Model

13.2. Management. Criterion 1: Purpose, Vision and Strategy

13.2.1. Define Purpose and Vision
13.2.2. Identify and Stakeholder Needs
13.2.3. Understanding the Ecosystem, Own Capabilities and Key Challenges
13.2.4. Develop the Strategy
13.2.5. Design and Implement a Management and Governance System

13.3. Management. Criterion 2: Organizational Culture and Leadership

13.3.1. Driving the Culture of the Organization and Reinforcing Values
13.3.2. Creating the Conditions to Make Change Happen
13.3.3. Stimulate Creativity and Innovation
13.3.4. Unite and Commit around a Purpose, Vision and Strategy

13.4. Implementation. Criterion 3: Stakeholder Engagement

13.4.1. Customers: Building Sustainable Relationships
13.4.2. People: Attracting, Engaging, Developing, Developing and Retain Talent
13.4.3. Investors and Regulators: Securing and Maintaining Their Continued Support
13.4.4. Society: Contributing to its Development, Well-being and Prosperity
13.4.5. Partners and Suppliers: Building Relationships and Securing their Commitment to Create Sustainable Value

13.5. Implementation. Criterion 4: Create Sustainable Value

13.5.1. Designing and Creating Value
13.5.2. Communicating and Selling the Value Proposition
13.5.3. Develop and Deliver the Value Proposition
13.5.4. Design and Implement the Overall Experience

13.6. Implementation. Criterion 5: Managing Performance and Transformation

13.6.1. Manage Performance and Risk
13.6.2. Transforming the Organization for the Future
13.6.3. Driving Innovation and Leveraging Technology
13.6.4. Leveraging Data, Information and Knowledge
13.6.5. Manage Assets and Resources

13.7. Results Criterion 6: Stakeholder Perception

13.7.1. Customer Perception Results
13.7.2. People Perception Results
13.7.3. Investor and Regulator Perception Results
13.7.4. Society's Perception Results
13.7.5. Partner and Supplier Perception Results

13.8. Results Criterion 7: Strategic and Operational Performance

13.8.1. Achievements in the Attainment of Purpose, Strategy and Sustainable Value Creation
13.8.2. Fulfillment of the Expectations of Key Stakeholders
13.8.3. Economic and Financial Performance
13.8.4. Performance and Transformation Management Achievements
13.8.5. Predictive Measurements for the Organization's Future

13.9. Logic of Excellence. Continuous Improvement. REDER Methodology

13.9.1. REDER Logic
13.9.2. Application to the Direction and Execution Block
13.9.3. Application to the Results Block

13.10. EFQM Scoring and Practical Applications

13.10.1. EFQM Score
13.10.2. Practical Applications of the EFQM Model

Module 14. Environmental Management in Organizations

14.1. The Environment

14.1.1. The Role of the Environment in Organizations
14.1.2. Environmental Regulations
14.1.3. Benefits of a Quality Management System
14.1.4. Current Environmental Problems

14.2. Identification and Evaluation of Environmental Aspects in Organizations

14.2.1. Identification and Evaluation of Environmental Aspects
14.2.1.1. Direct Vs. Indirect Aspects
14.2.2. Criteria for Evaluating Identified Environmental Aspects

14.2.2.1. Assessment Criteria
14.2.2.2. Significance of Environmental Aspects

14.3. Environmental Risk Analysis and Assessment

14.3.1. Context of the Organization
14.3.2. Environmental Risk Analysis

14.3.2.1. Environmental Risks: Typology
14.3.2.2. Types of Environmental Impacts
14.3.2.3. Fragility and Vulnerability of the Environment
14.3.2.4. Environmental Risk Identification Methods

14.3.3. Evaluation of Environmental Aspects
14.3.4. Assessment of Potential Damage to the Human, Natural and Socio-economic Environment
14.3.5. Control and Minimization Actions: Preventive Measures

14.4. Sustainable Development and SDGs Applied to Business

14.4.1. Evolution of Sustainable Development at the International Level
14.4.2. The United Nations and the 2030 Agenda
14.4.3. Millennium Goals Vs. SDG
14.4.4. The 17 SDGs and their Adaptation to Organizations

14.5. Circular Economy

14.5.1. Circular Economy and Application
14.5.2. European Union's Circular Economy Action Plan

14.6. Legal Instruments for Combating Climate Change

14.6.1. Legal Response to Climate Change

14.6.1.1. Climate Change
14.6.1.2. Major International Initiatives

14.6.1.2.1. The Kyoto Protocol
14.6.1.2.2. The Paris Agreement

14.6.2. The IPPCC

14.6.2.1. Operation and Organization
14.6.2.2. IPCC Reporting and Assessment

14.7. Environmental Impact

14.7.1. Regulatory Framework for Environmental Assessment
14.7.2. Fundamental Principles of Environmental Assessment
14.7.3. Environmental Assessment of Projects
14.7.4. Environmental Assessment of Plans and Programs

14.8. Environmental Liability for Damage Caused

14.8.1. Activities Affected
14.8.2. Attribution of Responsibilities

14.8.2.1. Operator Responsibility
14.8.2.2. Liability of Corporate Groups
14.8.2.3. Jointly and Several Liability and Subsidiary Liability
14.8.2.4. Non-enforceability of the Obligation to Bear the Costs

14.8.3. Prevention, Avoidance and Remediation of Environmental Damage

14.8.3.1. Obligations of the Operator
14.8.3.2. Determination of Environmental Damage
14.8.3.3. Remediation of Environmental Damage

14.9. Legal Framework for the Protection of Habitats and Species

14.9.1. Evolution of Habitat and Species Protection in International Treaties
14.9.2. European Framework for the Protection of Habitats and Species

14.9.2.1. The Natura 2000 Network
14.9.2.2. Protection Tools

14.10. EMAS (Eco-Management and Audit Scheme) System

14.10.1. Background and Regulatory Framework
14.10.2. Main Requirements of the EMAS Regulation
14.10.3. Stages in the Implementation
14.10.4. Advantages of its Implementation in the Company

14.10.4.1. Differences with ISO 14001 Certification: 2015

Module 15. ISO 14001 Environmental Management System: 2015

15.1. Legislative and Regulatory Framework Environment

15.1.1. Development of Preventive Regulations
15.1.2. International Legislation and Regulations

15.2. Environmental Management Systems: ISO Business School 14001

15.2.1. Environmental Management in the Organization
15.2.2. Environmental Reports
15.2.3. Environmental Risks for Accident Prevention

15.3. ISO 14001. Chapters 1 to 15

15.3.1. ISO 14001
15.3.2. ISO 14001 Development Factors and Requirements

15.3.2.1. Purpose and Field of Application
15.3.2.2. Normative References
15.3.2.3. Terms and Definitions

15.3.3. Organizational Context
15.3.4. Leadership and Employee Involvement

15.4. ISO 14001. Chapters 6, 7 and 8

15.4.1. Plan
15.4.2. Support
15.4.3. Operation

15.5. ISO 14001. Chapters 9 and 10

15.5.1. Performance Evaluation
15.5.2. Improvement

15.6. Evaluation of Environmental Aspects

15.6.1. Main Categories of Environmental Aspects
15.6.2. Criteria for the Evaluation of Environmental Aspects
15.6.3. Evaluation of Environmental Aspects in Order to Determine Significant Aspects

15.7. Life Cycle

15.7.1. Life Cycle Inventory
15.7.2. Life Cycle Impact Assessment
15.7.3. Interpretation of Results

15.8. Waste Management

15.8.1. Waste Streams
15.8.2. Authorizations and Communications

15.9. Environmental Indicators

15.9.1. Environmental Performance Indicators (EPI)
15.9.2. Environmental Condition Indicators (ACIs)
15.9.3. Carbon Footprint and Water Footprint

15.10. Ecolabels

15.10.1. Type 1 Eco Label
15.10.2. Type 2 Eco Label
15.10.3. Environmental Self-Declarations. Type III Environmental Statements

Module 16. Management of Occupational Risk Prevention in the Organizations

16.1. Work and Health: Occupational Risks. Risk Factors

16.1.1. Prevention Management
16.1.2. The Work
16.1.3. The Health of Professionals
16.1.4. Risk Factors Inherent to the Work Activity
16.1.5. Influence of Working Conditions on Prevention Management
16.1.6. Prevention Techniques and Protection Techniques
16.1.7. Personal Protective Equipment: Functions, Usefulness and Selection for Each Work Activity

16.2. Damages Derived from Work. Occupational Accidents and Occupational Diseases

16.2.1. Damage to Health. Occupational Accidents and Occupational Diseases
16.2.2. Occupational Accidents. Types
16.2.3. Accident/Incident Ratio Rule
16.2.4. Repercussions of Occupational Accidents
16.2.5. Occupational Disease: How to Deal with it Equitably and Sustainably

16.3. Basic Legislative and Regulatory Framework for Occupational Risk Prevention

16.3.1. Historical Evolution of the Legislative Framework in Preventive Matters
16.3.2. International Legislation and Regulations. European Union Regulations
16.3.3. Specific Regulations
16.3.4. Company and Occupational Health and Safety Obligations
16.3.5. Responsibilities and Sanctions. Employee Rights and Obligations
16.3.6. Prevention Delegates
16.3.7. Health and Safety Committee

16.4. Public Agencies Related to Occupational Safety and Health

16.4.1. Public Organizations
16.4.2. European Organizations

16.5. Risk Prevention Documentation: Collection, Preparation and Archiving 

16.5.1. Treatment of the Information Obtained
16.5.2. Actions to be Developed Based on the Information Collected

16.6. Operational Management of Occupational Risk Prevention

16.6.1. Operational Risk Planning and Management
16.6.2. Execution of Prevention Processes
16.6.3. Control and Adjustment of Process Performance
16.6.4. Prevention System Audits
16.6.5. Cost of Occupational Accidents: Contingency, Benefits and Incapacities

16.7. Risks Associated with Health and Safety Conditions. How to Minimize Them

16.7.1. Poor Lighting
16.7.2. Exposure to Pollutants
16.7.3. Noise Exposure

16.8. Risks Associated with the Work Environment. How to Minimize Them

16.8.1. Ionizing Radiation
16.8.2. Electric Fields and Magnetic Fields
16.8.3. Optical Radiation

16.9. Risks Associated with Psychosociology Applied to Work. How to Minimize Them

16.9.1. Content, Load, Pace and Time of Work
16.9.2. Participation and Control of the Labor Activity
16.9.3. Organizational Culture: Influence on Risk Management and Prevention

Module 17. Occupational Risk Prevention Management System. ISO 45001: 2018

17.1. Occupational Risk Prevention

17.1.1. Occupational Hazards and Risks
17.1.2. Occupational Risk Prevention Management

17.2. Preventive Techniques and Disciplines. Safety and Industrial Hygiene

17.2.1. Safety At Work
17.2.2. Industrial Hygiene

17.3. Preventive Techniques and Disciplines. Ergonomics and Occupational Medicine

17.3.1. Ergonomics and Psychosociology Applied to the Workplace
17.3.2. Occupational Medicine

17.4. The ISO 45001 Standard: 2018

17.4.1. Implementation of an OSH Management System
17.4.2. ISO 45001. Background, Evolution and Basic Characteristics
17.4.3. High-level Structure of the ISO Standard: Possibility of Integration with Other ISO Standards

17.5. ISO 45001:2018. Scope of Application

17.5.1. Scope of Application
17.5.2. Terms and Definitions

17.6. ISO 45001:2018. Implementation Plan

17.6.1. Implementation Plan
17.6.2. Context of the Organization
17.6.3. Scope of the SGSST

17.7. ISO 45001:2018. Plan

17.7.1. Leadership and Employee Involvement
17.7.2. Plan
17.7.3. Support
17.7.4. Support

17.8. ISO 45001:2018. Operation

17.8.1. Operational Control
17.8.2. Emergency Preparedness and Response

17.9. ISO 45001:2018. Performance Evaluation

17.9.1. Performance Monitoring, Measurement, Analysis and Evaluation
17.9.2. Evaluation of Compliance
17.9.3. Internal Auditing
17.9.4. Management Review

17.10. ISO 45001:2018. Improvement

17.10.1. Incidents, Non-Conformities and Corrective Actions
17.10.2. Continuing Improvement
17.10.3. OSHMS Certification

Module 18. Corporate Social Responsibility and Information Security ISO 27001

18.1. Corporate Social Responsibility: Framework in the GIS

18.1.1. CSR Approach to Corporate Governance
18.1.2. CSR Mission and Objectives
18.1.3. Value Creation from CSR Programs

18.2. Sustainability and Corporate Social Responsibility

18.2.1. Selection and Definition of CSR Conditioning Factors
18.2.2. Methodology: How to Define Sustainability-Enhancing CSR Programs

18.3. Analysis of the Environment and Objectives

18.3.1. Identification of Key Players in CSR Programs
18.3.2. Definition of Actions by Type of Dialogue
18.3.3. CSR Objectives
18.3.4. CSR Management

18.4. The Integration of CSR in the Strategic Planning of Organizations

18.4.1. Formulation of Indicators to Verify the Effectiveness of CSR
18.4.2. Association of Indicators to Corporate Objectives
18.4.3. Methodologies for Monitoring and Verification of Indicators

18.5. Corporate Social Responsibility: Contrasted Models

18.5.1. Spanish
18.5.2. European
18.5.3. Global
18.5.4. Multilateral Organizations Related to CSR: ILO, OECD

18.6. Management of the external Relations from a CSR Framework

18.6.1. Society
18.6.2. Customers:
18.6.3. Administration

18.7. Application of CSR in Human Resources Policy

18.7.1. Equal Opportunity
18.7.2. Personal Development Program
18.7.3. Actions for Vulnerable Groups

18.8. CSR Regulations

18.8.1. SA8000 Standard on Social Responsibility Management Systems
18.8.2. SSG21
18.8.3. IQNet SR10 Standard on Social Responsibility Management System

18.9. Information Security Management Systems. ISO 27001

18.9.1. ISO 27001
18.9.2. Phases for Implementation

18.10. Information Security Management Systems.Legal Framework

18.10.1. Legal Framework
18.10.2. Detection of Irregularities and Non-conformities
18.10.3. Formulation of Improvement Actions

Module 19. Integration of Management Systems

19.1. Systems Integration for the Organization

19.1.1. Medical History
19.1.2. Key Points
19.1.3. Fundamentals

19.2. Approach to Management Systems Integration

19.2.1. Objectives
19.2.2. Advantages

19.3. Structure of an Integrated Management System

19.3.1. Integrated Management Policy. General Aspects
19.3.2. Utility and Importance of Integration in an Organization

19.4. Common Standards for Systems Integration

19.4.1. Standard UNE 66177:2005
19.4.2. Standard PAS 99:2012
19.4.3. Standard DS 8001:2005

19.5. Guide for Integration in Accordance with UNE 66177:2005

19.5.1. Phases for Integration

19.6. Standard UNE 66177:2005

19.6.1. Structure of the Integration Plan
19.6.2. Development of the Integration Plan

19.7. Integration Methods

19.7.1. Basic Method
19.7.2. Advanced Method
19.7.3. Expert Method

19.8. Correspondence Between Standards

19.8.1. Cross-Cutting Elements
19.8.2. Specific Components

19.9. Implementation

19.9.1. Responsibilities and Work Team
19.9.2. Effective Follow-Up of the Integration Plan

19.10. Documentation of an Integrated System

19.10.1. Procedure
19.10.2. Application

Module 20. Audits of Integrated Management Systems Based on the ISO 19011 Standard: 2018

20.1. Management Systems Audits

20.1.1. Intention
20.1.2. Types of Audits
20.1.3. Key Terms

20.2. Standards Related to the Management Systems Audits

20.2.1. ISO 19011 Guidelines for the Audit of Management Systems
20.2.2. ISO/IEC 27007 Guidelines for the Audit of Information Security Management Systems
20.2.3. ISO/IEC 17021-1 Requirements for Bodies Conducting Management System Audits and Certifications. Part 1 Requirements
20.2.4. ISO & IAF. ISO 9001 Auditing Practices Group

20.3. Principles of Audit of Management Systems

20.3.1. Integrity
20.3.2. Impartial Presentation
20.3.3. Due Professional Care
20.3.4. Confidentiality
20.3.5. Independence
20.3.6. Evidence-Based Approach
20.3.7. Risk-Based Approach

20.4.  Audit Program Management

20.4.1. The Audit Program and its Objectives
20.4.2. Audit Program Risks and Opportunities
20.4.3. Responsibilities and Competencies for Audit Program Management
20.4.4. Audit Program Resources
20.4.5. Follow-up and Improvement of the Audit Program

20.5.  Audit Plans

20.5.1. Audit Feasibility
20.5.2. Review of Documented Information
20.5.3. Audit Planning
20.5.4. Checklists

20.6.  Carrying Out the Audit

20.6.1. The Opening Meeting
20.6.2. Methods
20.6.3. Generation of Findings
20.6.4. Communication in the Audit
20.6.5. Conclusions
20.6.6. The Closing Meeting

20.7.  Remote Audits

20.7.1. IAF Documents as a Basis for Remote Audits
20.7.2. Risks and Opportunities
20.7.3. Confidentiality and Information Security Controls 

20.8.  The Audit Report

20.8.1. Report Preparation
20.8.2. Distribution

20.9. Review of the Treatment of Auditor's Findings

20.9.1. Proofreading Review
20.9.2. Review of the Root Cause Analysis
20.9.3. Review of Corrective Actions
20.9.4. Review of the Effectiveness of Actions

20.10. Auditors' Competence

20.10.1. Knowledge and Skills
20.10.2. Personal Attributes
20.10.3. Evaluation of Auditors